Category Archive

I had some interesting  conversations last week on the topic of employee communications, notably if and how organizations are adopting the lessons of social networks and the Web into their internal strategies. I think the verdict is decidedly mixed. Some companies continue to hesitate on making the shift from traditional communication to dynamic conversations. In some cases the caution is valid (for example in unionized manufacturing environments) but in many it’s a function of ignorance and/or inertia. Other organizations have made good progress - introducing internal blogs, wikis, RSS capability, customized intranet portals, robust search engines, digital content production, interactive training modules…among many others. And the point of these tools is not the technology, but rather the philosophy behind them - to foster candid dialogue, faciliate peer-to-peer collaboration, encourage employee input and innovation, provide relevant and interesting training, allow for time-shifting of information, and leverage existing or potential networks of like-minded workers. But often these successes focus on the basic internal mandate - helping employees do their jobs efficiently and effectively.  

What I don’t see nearly as often is companies that strive to make their employees fans of their company, and ultimately active ambassadors outside the organization. From my experience, these are areas where few companies dare to tread and even fewer succeed. The companies that do this well - Nike, Apple, Patagonia - have found a formula that fosters legitimate commitment and passion among their employees. It starts with liking (loving?) the products and services provided by the company, of course, but also includes strong affinity with the vision and beliefs of the organization. How do the companies do it? I think it starts with the basics - make sure your employees use (and like) your own products.  Let them define and represent the brand inside and outside the work environment. Foster a true sense of community. Treat them like your main marketing asset, not an after-thought.

Once you have this well informed, excited group of employees the next step is leveraging them as advocates for the company (and brand.) Let them interact with customers or share their thoughts on the company blog - or their own blog. Give them the tools to create and share their own marketing materials (like viral videos.) Make them the focus of external events or presentations. And of course, let them use and promote your products.  

Why does all this matter? Can’t we just focus on making sure they do their jobs and drive revenue? Think of it this way. Even with effective internal communication, you can have a workforce that is either invisible or critical outside the company. The ideal is to have a majority of employees act as your de-facto marketing army, spreading the good word with customers and peers alike. No matter where your organization is on this spectrum, it all starts with empathy and respect for the employees. Passion and alignment cannot be forced or manufactured. Maybe it’s just about treating your employees like customers…your best customers.

Update: What is a company’s worst nightmare? Employees that turn against the company and corrode the brand reputation - think of them as “kryptonite” ambassadors. See this  BusinessWeek article on the problems at Wal-Mart stemming from disgruntled and cynical employees.

A recent BusinessWeek cover story on 3M raised some interesting questions about whether a laser focus on process improvement via Six Sigma or similar off-shoots can end up inhibiting innovation and creativity in an organization. In 3M’s case, a maniacal devotion to rigorous analysis and process improvement – where repetition and predictability are critical – seemed to stifle the company’s legendary creativity.  This theme – of a well-intentioned desire to analyze and refine established business processes becoming an impediment to adaptability and innovation – is very relevant to public relations.

I see parallels with the 3M story in the communication functions of several organizations, where an almost stubborn allegiance to structure, process and even titles prevents the team from fully embracing new trends and innovations. I’ve witnessed a number of cases – which I suspect are reflective of a much broader trend – where communication professionals were virtually locked into roles that were defined by specific projects, tactics or even tools. The problem is, some of these tools or titles can become irrelevant or obsolete from one day to the next. And that’s not a bad thing. (As an example, on my own team I would estimate about half the roles on the team today did not even exist a year ago.) It would make much more sense for roles to be fluid and dynamic and for teams to align themselves to broad strategic objectives rather than defined responsibilities. Fighting to retain old titles or hierarchies is a symptom of a company’s inability or unwillingness to adapt and evolve to remain relevant.  And it excludes the critical elements of learning and unpredictability from the equation. Slavish dedication to any model or process – whether it is dedicated to fixing defects or driving share of voice – can be a dangerous thing.  

Want to see a way to do it right? Take a look at another story in BW on advertising agency Goodby Silverstein & Partners, which totally changed its approach and structure to be truly media-agnostic.

Read an interesting post by Dave McLure that makes a strong case that PR simply does not “get” the Web 2.0 revolution. I don’t want to pile on, but I have to agree with many of his points. I think the most important issue is not one of talent or even willingness, but one of knowledge. As I’ve reported before, far too many PR professionals are woefully ignorant of emerging techonology and trends that impact communication; that’s ok (I guess) if you are an accountant or pilot, but not if you are being paid to help companies communicate, buld their brand and sell their products. And it’s not ok when entire generations of consumers are getting information and joining conversations outside traditional media. The irony is that some PR agencies can easily leverage expertise in the area of new media - notably those that are in global holding companies and can partner with a range of specialized, cutting-edge boutiques - but too often these firms are not closely integrated with the PR teams. The only PR agencies I have seen that truly “get it” are those that have brought Web 2.0 expertise in the house, so to speak, causing the entire agency to learn new tricks and join the revolution. Here’s hoping the rest of the PR community gets on board.  

Well, after an amazing dive into the world of digital media the last year or so, I’ve decided to make the plunge myself. I know I’ve learned alot from blogs and social networks the past year or so, so I figure I might as well join the conversation - notably about the evolving field of communications (or PR as some call it). Hopefully I can provide a (somewhat) unique perspective and make a few good online friends along the way. Cheers